Materi Diskusi No.

13/WANTIKNAS/MAT/JULI/2020

Rekomendasi Peta Jalan Transformasi

Digital Indonesia

Dewan TIK Nasional

Versi 1.0 – Juli 2020

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Worldwide Digital Transformation

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 How Ready Is Indonesia To Implement Digital Transformation
Perpres No. 96/2014
tentang Rencana Pitalebar
Indonesia
• Objective: 1) encourage economic
growth and increase national
competitiveness; (2) supports the
improvement of the quality of
Indonesian human resources; and
(3) Enforce national sovereignty.
• Key Mandated Agencies:
KOMINFO, WANTIKNAS
Sources: Wantiknas, 2020
Legal Basis
Perpres No 95/ 2018
tentang SPBE
• Objective: implementation of
integrated e-government systems
• Key mandates: all government
agencies to develop enterprise
architecture that intertwines from
one to another; establish a
national coordination team; co-use
IT systems
• Key Mandated Agencies:
MENPAN-RB, KOMINFO, BAPPENAS
Perpres No 39/ 2019
tentang kebijakan Satu Data
• Objective: production and
dissemination of quality data with
high integrity
• Key mandates: agencies to comply
with data governance, ensuring
data adhere to standards,
standardized metadata and
interoperability format
• Key Mandated Agencies:
BAPPENAS, BPS, BIG, KOMINFO
Perpres No. 18/2020 tentang
RPJMN 2020-2024
• Objective: sustainability and
equitable economic growth, and
improving the quality of social and
environmental life
• Key Mandated Agencies:
BAPPENAS, KOMINFO
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 How Ready Is Indonesia To Implement Digital Transformation (Cont’d)
Potensi yang dimiliki Keadaan yang terjadi sekarang

Rendahnya literasi digital

Tidak meratanya ketersediaan

infrastruktur telekomunikasi yang
VS menyebabkan terjadinya kesenjangan
digital

Biaya akses internet masih belum

terjangkau bagi masyarakat dengan
penghasilan rendah

Belum adanya digital leadership

Sources : The Road to Inclusive Indonesia’s Digital Economy (Indef, 2018); The Digital Komodo Dragon: How Indonesia Can Capture The Digital Trade Opportunity At Home And Abroad (Alphabeta, 2018)
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 How Ready Is Indonesia To Implement Digital Transformation (Cont’d)

Major Challenges

Lack of Vision Sectoral Ego Broadband Data and

and Weak Link & Match
& Digital Infrastructure System Silos
Coordination Digital Talent
Leadership Gap

Sources: Wantiknas, 2020 5

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Broadband Infrastructure Connectivity

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 National Network Coverage

FIBER OPTIC BACKBONE CAKUPAN KONEKSI 4G DI DESA/KELURAHAN

INDONESIA TOTAL DESA/KELURAHAN DI INDONESIA
83.218 DESA/KELURAHAN

DESA/KELURAHAN 3T DESA/KELURAHAN NON-3T

20.341 DESA/KELURAHAN 62.877 DESA/KELURAHAN

TOTAL DESA/KELURAHAN YANG BELUM TERJANGKAU 4G DI INDONESIA

12.548 DESA/KELURAHAN

DESA/KELURAHAN 3T YANG BELUM TERCAKUP4G DESA/KELURAHAN NON-3T YG BELUM TERCAKUP4G

9.113 DESA/KELURAHAN 3.435 DESA/KELURAHAN

TOTAL DESA/KELURAHAN YANG SUDAH TERJANGKAU 4G DIINDONESIA

OPERATOR JENIS 70.670 DESA/KELURAHAN

OPERATOR PANJANG (Km) TIPE KABEL PANJANG (Km)
DESA/KELURAHAN 3T YANG SUDAH 4G
NON-PALAPA RING 336.294 INLAND 224.573
11.228 DESA/KELURAHAN DESA/KELURAHAN NON 3T TERCAKUP 4G
PALAPA RING 12.148 SKKL 123.869
59.442 DESA/KELURAHAN
TOTAL 348.442 TOTAL 348.442
Infrastruktur 4G dibangun oleh
Infrastruktur 4G dibangun oleh
OpSel
BAKTI
9.622 DESA
Backbone berbasis serat optik sudah tinggi penetrasinya di 1.606 DESA/KELURAHAN
/KELURAHAN
Pulau Jawa dan sudah mulai masuk ke kota-kota besar di
Sumatera, Kalimantan dan Sulawesi. Bahkan Palapa Ring
sudah masuk di Papua.
Sources: PT. Telkom & Ditjen PPI Data Desa/Kelurahan 3T Data Desa/Kelurahan Non-3T 8
 Strategic Recommendations For Digital Infrastructure Acceleration

• Perlu adanya dorongan perluasan cakupan jaringan pada daerah yang belum terjangkau layanan 4G salah satunya
melalui alokasi APBN dalam rangka percepatan pembangunan infrastruktur digital nasional

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Dynamic Capabilities and Agile Governance

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[WB ANALYSIS]
Key issues hindering successful digital government transformation
• Digital government
transformation progress is
slow
• Digital services are delivered
in status quo
Sources: Worldbank, 2020
A • The current coordination team and governance
Absence of discipline and
political influence within the
leadership
B The current governance
Ineffective governance setup
C
Absence of key capabilities in
delivering digital
transformation
Political leadership problem
Suboptimal communication
between technical and high
level government
structure is fragmented
Capability to develop and
operate digital services
Capability to manage IT
infrastructure
Capability to actually transform
a service
system failed in orchestration effort
• Ministerial level meetings are not followed by key
decision making
• Key decisions made at the ministerial level are not
followed up
• The resources are spread thin in many different
agencies
• Difficulty in performing task divisions
• High coordination cost among agencies
• Failed on performing user research and services
design
• The plan to build a dedicated government IT
infrastructure is currently under-resourced
• A clear development plan is not yet available
[WB ANALYSIS] Political Leadership Has Been Missing In The Effort Of A Absence of
Orchestrating Digital Transformation Agenda political
leadership
Integration of Planning-Budgeting System is a typical system integration Yet the current e-government coordination team has not
requiring strong political leadership demonstrated the expected leadership
Budgeting Minister of PANRB
Planning Procurement Evaluation • The leader of the coordination team
/Treasury
• Coordinating all national eGovernment
activities
Central SAKTI SIRUP eSAKIP • Coordinating the business process of the
Minister of KOMINFO
KRISNA governance
Government SPAN SPSE LAKIP • Coordinating the
• Decide the general apps
Minister of Home Affairs development of apps
BAPPENAS MOF LKPP PAN RB • Coordinating the
• Coordinating the
business process of establishment of IT
SIPD subnational government infrastructure
Subnational • Coordinating • General audit policy of IT
Government MOHA eGovernment Minister of Minister of
implementation in Home KOMINFO
SIMDA subnational level Affairs Minister of
BPKP PPN/BAPPENAS
Minister of Finance • Coordinating
• Coordinating Minister of eGovernment
SIMRAL Minister of Minister planning, both in
eGovernment PPN/
BPPT budgeting, both in Finance PAN-RB BAPPENAS
ministerial and
ministerial and national level
national level • Coordinating data
Proprietary APP management
Sub-National Governments Head of Head of
Head of BPPT BPPT BSSN Head of BSSN
• Performing audit for • Secure eGovernment
Challenges that follow the integration effort eGovernment national implementation
infrastructure and • Creating the national
1. Project leadership is absent and rather fragmented general apps standard security for
• Performing knowledge
2. Lack of goodwill displayed by related entities to integrate the management and
eGovernment
• Performing security
existing systems change management audit for eGovernment

Sources: Worldbank, 2020

[WB ANALYSIS] B
Where Capability To Deliver Digital Services Is Clearly Absent Absence of key
capabilities
The case of the National Immigration Application vs. West Java Public Service Application

Aims to replace manual queue mechanism into an internet-based queue. Aims to enable citizens to express their aspirations, obtain information, and
Proposition
obtain public services through the gadget delivery program and application
platform.

Key feedback Complaints on Overall UX/UI, confusing process, bad access Seamless UX/UI
No customer complaint handling Customer complaints being responded on Play store

Managed by the National Immigration Public Relations Division (3rd party) Managed by West Java Digital Service (in-house)
Managed by
Sources: Worldbank, 2020
[WB ANALYSIS]
Institutional Setup Is Not Optimized To Manage Resources And Build The Necessary
Capabilities For The Government To Transform Nationwide (1/2)
C
Ineffective
Governance Setup

Practical Implications

• Resources for delivering digital

services are spread thin in many
different agencies.

• Difficulty in performing task divisions.

One could see how one agency is
assigned to perform various tasks.
Having this situation on top of the
budgeting problem, causing even
more barriers on the envisioned
eGovernment implementation.

• The fragmentation and assignment of

one agency to the different stage of
eGovernment implementation means
the need to have a layered
coordination.

Source: WB Analysis, BAKTI, BCG Experience, BCG Analysis

Sources: Worldbank, 2020

[WB ANALYSIS]
Institutional Setup Is Not Optimized To Manage Resources And Build The Necessary
Capabilities For The Government To Transform Nationwide:
UK Case Study (2/2)
UK Digital Transformation Governance Structure
Key Features

• The digital transformation governance

structure of UK is led by GDS.

• GDS is part of cabinet office so that it has

strong political and bureaucratical
influence.

• GDS collaborating with departments to

help the with their own transformation. It
works with departments to build
platforms, standards, and digital services.

Source: WB Analysis, BAKTI, BCG Experience, BCG Analysis

Sources: Worldbank, 2020

[WB ANALYSIS]
Digital Transformation Taskforce And Implementation Agency Would
Reduce Roles And Responsibilities Fragmentation
Recommended Governance Structure to Implement Digital Transformation Agenda

Responsible Digital Transformation

Execute & complete Implementation
activities Agency (DTIA) Ministry
of Digital Transformation
Digital Transformation Finance Implementation Agency (DTIA)
Task Force (DTT)
Accountable
Sign off & approve activities

Consulted Rest of government Agency/ Oversight Agency

Provide input in activities Ministry/ Agency/Ministry/SNG Involved
SNG
Digital Transformation Implementation Agency DTIA

Informed Digital Transformation Task Force

Informed of activity &
progress
Agency/Ministry/
SNG

Sources: Worldbank, 2020 16

[WB ANALYSIS]
How does the Governance of DTIA And DTT Look Like
- Two Options

Sources: Worldbank, 2020 17

 Indonesia Digital Transformation Roadmap

Fase 4
Optimizing Digital
Digital transformation for
Transformation for economic restoration,
Fase 3 Sustainably Valuable public services and
Enabling Advanced Services bureaucracy reformation
Digitalization to Boost
Innovations Growth
Fase 2
Accelerating Digital Public Long Term Goals
Fase 1 Services for All
4 Priorities Area:
Laying a Robust Foundation
for Digital Transformation Digital Optimization - Health
- Education
Accelerate Digital Services
Digital Innovation - Government
- SMEs
Digital Acceleration

Digital Foundation

Sources: Wantiknas, 2020 18

 Thank You

Silakan diunduh di www.wantiknas.go.id

@wantiknas Gedung Jasindo

www.wantiknas.go.id
Jl. Menteng Raya No. 21 Graha Jasindo
MR21 Lt. 6, Kebon Sirih, Menteng,
sekretariat@wantiknas.go.id Wantiknas Jakarta Pusat

www.facebook.com/wantiknas Wantiknas
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 Transition plan:
From eGovernment to focus on National Digital Transformation

2020 2021 2022 2023 2024

eGovernment Policy Implementation

Regulatory Prepare and Issue Regulation on Digital

Framework Transformation

Prepare and Implement Digital Transformation Agenda

Strengthen eGovernment implementation & Prepare

Transitions :
Operate PMO at MENPAN-RB

Institutional
Framework Establish and Operate Digital Transformation Taskforce (DTT)

Establish and Operate Digital Transformation Implementation

Agency (DTIA)

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Sources: Worldbank, 2020 0
 Solution Linkage For National Digital Transformation

Major Challenges
Key Milestones

Sources: Wantiknas, 2020 21